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Aboriginal Engagement Strategy - NRM South, July 2016 1
NRM SOUTH’S ABORIGINAL ENGAGEMENT
AND PARTICIPATION FRAMEWORK
This Framework was developed by NRM South through funding from the Australian Government’s National Landcare Programme. The development and implementation of this Framework contributes to
the Closing the Gap programme.
JULY 2016
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Aboriginal Engagement Strategy - NRM South, July 2016 2
CONTENTS
Introduction 3
Statement to the Tasmanian Aboriginal People from NRM South 3
NRM South’s role 3
Purpose 4
Guiding Principles of the Framework 4
Building Relationships and Actions 4
Adopting Good Practice 6
Aboriginal Land and Sea Management in Southern Tasmania 6
Goals, Implementation Strategies, Targets and Measures of Success 7
Review and Evaluation 14
Attachment 1: NRM Strategy Priority Regional Targets 15
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Aboriginal Engagement Strategy - NRM South, July 2016 3
INTRODUCTION The Aboriginal Engagement and Participation Framework (this Framework) is designed to enhance the way NRM South works with and supports the Tasmanian Aboriginal people. This Framework encourages NRM South staff to better understand the practices needed to build and sustain trustworthy and honest relationships with Aboriginal people and organisations in southern Tasmania. It seeks to improve engagement processes to be more inclusive of Aboriginal aspirations and values. This Framework is core to NRM South’s organisational commitment to increase opportunities for Aboriginal communities to participate in natural resource management (NRM). This Framework and its implementation are consistent with the Natural Resource Management Strategy for Southern Tasmania and fulfil key objectives of the Australian Government’s National Landcare Programme.
Statement to the Tasmanian Aboriginal People from NRM South on behalf of the southern NRM region of Tasmania “We acknowledge that the Tasmanian Aboriginal people are the Traditional Owners of the land that we live and work in. We respect and value the strong physical and spiritual links Aboriginal people have with country and acknowledge their custodianship of this island for over 1,600 generations (over 40,000 years). Many of the patterns we see in the region’s natural landscapes have been shaped by Aboriginal water, coast, marine and land use practices (especially the use of fire) and the region contains globally significant living cultural landscapes. European settlement has resulted in considerable injustice for Aboriginal people, and the introduction of European land management practices has impacted on natural and cultural assets and has left a legacy that we are all working to improve today. There is a need to increase consideration of Aboriginal cultural heritage and knowledge in natural resource management, and to develop better understanding of the cultural, environmental, social and economic dimensions of the region’s natural resources from the perspective of Aboriginal people.”
- Taken from the Natural Resource Management Strategy for Southern Tasmania 2015-20.
NRM SOUTH’S ROLE NRM South is one of 56 NRM organisations in Australia and one of three in Tasmania. In accordance with the Natural Resource Management Act 2002 NRM South is required to promote the Tasmanian NRM principles. NRM South is also required to prepare a regional natural resource management strategy that enables an integrated focus for NRM within Southern Tasmania. Natural resource management is broadly defined as taking care of natural resources such as land, water, marine and biological systems, for ongoing environmental, social and economic wellbeing. NRM South’s corporate vision is: The Southern Region’s natural resources will be protected, sustainably managed and improved while adapting to change for the shared environmental, social and economic benefit of our region by a collaborative, well-informed, well-resourced and actively committed community.
NRM South’s values: Innovation: to support change and creativity and develop opportunities. Excellence: to work to high standards, demonstrating respect for stakeholders and NRM South’s team. Passion: to demonstrate enthusiasm, commitment, motivation and energy. Outcome Focused: achieving outstanding results in all that NRM South do. Collaboration: to work with others in a way which enables effective use of resources, helps to build stronger relationships and shares successes.
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PURPOSE This Framework provides NRM South staff, partners and stakeholders a genuine platform for reconciliation. By giving recognition to culture, customary tradition and contemporary caring for Country practices, it helps to raise awareness and competence amongst staff. This Framework will help to focus how NRM South delivers natural resource management activities and services through resource sharing and collaboration at an organisational and project level with the Aboriginal people of southern Tasmania. The purpose of this Framework is to help NRM South implement a NRM program which actively seeks Aboriginal contribution to its design and delivery. This program will be implemented primarily across southern Tasmania. NRM South will ensure there are culturally appropriate mechanisms to allow knowledge, values and aspirations to be shared safely, integrating Aboriginal contribution to NRM into planning, policy and on-ground works as a matter of course. This Framework strengthens NRM South’s foundations by involving Aboriginal people, organisations and corporations in a consistent manner across the organisation, respecting and building on the diversity of skills, knowledge and capacity of individual organisations and communities. NRM South is implementing this Framework to also support the capacity of Aboriginal people to be represented in NRM South governance and staffing structures and to encourage partners and stakeholders to value cultural heritage and landscapes in the same manner that natural heritage and biophysical landscapes are valued.
GUIDING PRINCIPLES OF THE FRAMEWORK NRM South’s commitment to engagement with Aboriginal people and communities is based on four principles:
1. Recognition and regard for Tasmanian Aboriginal history and cultural heritage; 2. Respect for Aboriginal knowledge, worldviews, rights and practices; 3. Appreciating differences in authority, leadership and governance amongst Tasmanian Aboriginal
communities and organisations; and 4. Understanding the importance of taking the time to build relationships and make decisions.
BUILDING RELATIONSHIPS AND ACTIONS Walking the talk takes courage and persistence. Southern Tasmania has seen the return of culturally significant lands to the Tasmanian Aboriginal people. It is envisaged transfer of land ownership and management of historical and cultural significance will improve constitutional recognition. NRM South is developing its future NRM delivery to ensure a sustainable region is reconciled with its past.
NRM South will build new and strengthen existing partnerships and relationships by assisting, where possible, with the delivery and resourcing of strategic Aboriginal cultural heritage and NRM activities. NRM South will support Aboriginal people by committing staff time and technical expertise, financial resources, training opportunities, research and development linkages where possible. These commitments will be articulated through Memorandums of Understanding and other appropriate formal agreements.
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Building Aboriginal NRM business enterprises;
Providing land management employment opportunities;
Building capacity through accredited training
opportunities;
Strengthening research linkages;
Planning, revegetation and restoration to improve habitat
for threatened species (e.g. Forty-spotted Pardalote, Swift
Parrot)
Trialling practical methods to stimulate White gum
regeneration in agricultural landscapes;
Trialling sustainable agriculture methods such as holistic
grazing;
Planning on-ground works to improve the health of
wetlands;
Preparatory work to develop Land and Sea Country Plans;
and
Actively seeking funding and resourcing opportunities, to
support implementation of cultural heritage protection
and NRM activities.
Other future opportunities include supporting Aboriginal people gain access to and rekindle connections to culturally important land and sea scapes. By increasing Aboriginal participation in NRM South’s work with rural landholders could enable the cultural restoration of key sites leading to greater collaboration amongst landholders and communities in the management of land and sea scapes.
NRM South’s current and ongoing engagement with Aboriginal people, organisations and corporations to manage southern Tasmania’s natural resources includes:
© C. Douglas
© C. Tzaros
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Aboriginal Engagement Strategy - NRM South, July 2016 6
Engagement considerations should include:
1. Diversity – Tasmania has a multitude of Aboriginal voices encompassing a range of views. Like most groups, there is geographic, politic and social diversity.
2. Understanding – Being familiar with local Aboriginal history and past and current issues of concern to communities in the southern region.
3. Building relationships – Strong working relationships improve the effectiveness of projects developed to engage Tasmanian Aboriginal people in NRM activities.
4. Decision-making – Programs designed to support Aboriginal people require early input from Aboriginal community groups well before they are finalised. This includes decision-making processes that support cultural values, traditional knowledge, language differences, open and exclusive communication channels relevant to women and men’s business, Elders’ and/or custodial rights.
5. Expectations – Trust and understanding will only be fostered with Aboriginal people through clear communication of the purpose and proposed outcomes of relevant projects.
6. Consultation fatigue –Aboriginal people can be over-consulted, particularly where projects are disjointed or project responsibilities are re-allocated. This may result in stress and health issues for community leaders. Consultation is an important social responsibility; good planning and decision-making processes will help address any issues that arise owing to, for example, funding milestones and time restraints or unavailability of Aboriginal representation.
7. Flexibility – Understanding that project activities may take longer than planned and deadlines may not be met, building this into timeframes and communicating any changes.
ADOPTING GOOD PRACTICE
NRM South’s key objectives are to implement “Good Practice” operational procedures and practices. This Frame-work outlines NRM South’s organisational goals to:
1. Provide leadership and ongoing commitment to implement the Framework and its associated actions;
2. Develop a strong organisational culture and ethic which supports Aboriginal involvement in NRM South’s core business and activities at all levels;
3. Support Aboriginal engagement and participation in NRM in southern Tasmania; and
4. Monitor and evaluate the implementation of the Framework.
© C. Douglas
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Aboriginal Engagement Strategy - NRM South, July 2016 7
ABORIGINAL LAND AND SEA MANAGEMENT IN TASMANIA
Southern Tasmania’s landscape includes coastlines, natural reserves (including world heritage areas), agricultural lands, urban and semi-rural landscapes overlaid by an Aboriginal heritage and culturally significant sites. There is a variety of flora and fauna associated with traditional uses and significance in ceremony, creation stories, art and identity. Many of Tasmania’s Aboriginal people retain strong connections to the coast and historically significant sites. Stewardship of these sites and the cultural landscapes of southern Tasmania are not only integral to Aboriginal identity, health and wellbeing but also to custodial representation and rights.
NRM South recognise the diversity of Aboriginal representation in southern Tasmania and the associated challenges, where there may be conflicts over custodial representation and rights, between organisations and groups. This Framework aims to help staff to navigate this political environment, in order to support collaboration between NRM South and Aboriginal people and organisations where it is valued and requested.
NRM South has supported a range of activities towards land and sea management including support in development of Land and Sea plans and implementation of those plans (through resources and technical support), development of skills and training, registers of cultural heritage, support to organisational development and growth, collaborative projects, cultural awareness training and regional advocacy and management of Aboriginal lands including protection of cultural sites/values and threatened species recovery actions and building ecological and cultural knowledge.
GOALS, IMPLEMENTATION STRATEGIES, TARGETS AND MEASURES OF SUCCESS
Setting realistic timeframes for the below goals depends on the following considerations:
Defining the goal – is it forming a new policy or procedure does it involve learning a new skill?
Is it achievable in the short, medium or long-term?
Is the goal impacted by external forces e.g. changes in government or changes in Aboriginal organisations?
What resources can be applied (time, money) to help NRM South achieve the goal and are they available?
Some of the stated goals are actions currently being undertaken, some are in the planning stage, while others will require consultation with Aboriginal community groups, organisations, corporations and businesses. All goals will be monitored and evaluated regularly. NRM South will also formally report against specific goals and will address timeframes and implementation as part of this process.
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Goals Implementation Strategy Aspirational Targets Measures of Success
1.1 NRM South will engage in meaningful
relationships and develop effective tools
and guidelines to sustain relationships.1
NRM South will develop strategies, policies,
project planning and engagement activities,
which integrate values, aspirations and
priorities expressed by Aboriginal people
across the diverse community groups and
organisations in southern Tasmania.
NRM South will provide ongoing support for
staff and NRM Facilitators to support their
leadership capacity and commitment to
implement good practice engagement.
NRM South will integrate Aboriginal
engagement as part of standard practices in
all areas of relevant work.
NRM South will engage with newly
established Aboriginal organisations and
activities and will be open tom develop
meaningful projects and activities over time.
Consultation processes with
Aboriginal people are endorsed by
each participating group,
organisation or community.
Number of new partnerships/
projects with Aboriginal people or
organisations
Number of dedicated staff
employed.
Governance structures across
organisation support Aboriginal
management and decision making.
Aboriginal people members/groups
actively participating in
development of key NRM strategies
or policies.
Staff commitment to and
confidence with building
relationships with Aboriginal
people, groups and organisations.
Number of Aboriginal community
groups/organisations involved and
supported through implementation
of the regional NRM Strategy
Number of goals and objective
delivered that meet with State and
Regional Strategies
1.2 NRM South will demonstrate and
communicate to community and other
interested parties our commitment to and
actions supporting Aboriginal
engagement.
NRM South will update our web page and
include relevant content.
NRM South will publish the Framework as a
publicly available document.
NRM South will use a range of communication
tools to provide regular communications to
the broader community and to specific
members/groups of Aboriginal communities.
NRM South will act as leaders in the region
and share achievements with communities.
1.3 NRM South will employ a dedicated
staff member to support implementation
of the Framework.
NRM South will employ a part time position to
support staff to implement the Framework.
NRM South will maintain a role that will
actively work with Aboriginal people in
NRM.
1.4 NRM South will consult and engage
widely with Aboriginal people to develop
and implement the Framework, and
associated strategies or policies.1
NRM South will seek involvement with
Aboriginal people through consultation, to
develop a robust, realistic and practical
Framework.
NRM South will continue to seek input and
feedback on implementation and direction.
This Framework will guide NRM South
activities and be integrated into all relevant
areas of our work as part of NRM South’s
day to day business and thinking.
1.5 NRM South will collaborate/ partner
with other regional NRM organisations to
engage Aboriginal people across regional
land and sea scapes.
NRM South will share our knowledge and
ideas with other NRM organisations and
investigate cross regional opportunities.
NRM South’s leadership will encourage
other NRM groups to develop a similar
Framework and approach to support cultural
awareness and engagement in NRM.
1. L
ead
ersh
ip a
nd
co
mm
itm
ent
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Aboriginal Engagement Strategy - NRM South, July 2016 9
Goals Implementation Strategy Aspirational Targets Measures of Success
1.6 NRM South will support the goals and
objectives of the Natural Resource
Strategy for Southern Tasmania 2015-20
and the Natural Heritage Strategy for
Tasmania 2013-2030 to ensure that
natural areas of cultural significance are
appropriately protected.
NRM South will promote and facilitate the
delivery of these goals and objectives with
partners, stakeholders, and use these as guides
for other goals within this Framework.
NRM South will support and advocate the
implementation of goals and objectives with
others.
NRM South will achieve successful outcomes
when delivering the goals and objectives of
these strategies.
2.1 NRM South will provide cultural
awareness information and resources to
support staff and affiliated delivery
partners (such as NRM Facilitator
Network)
NRM South will develop a practical
engagement guide/s and resources for staff
and provide relevant training across the
organisation to improve cultural awareness and
engagement competence.
NRM South will develop a range of key
resources that can be shared with others to
support development of culture and ethic in
other organisations.
NRM South staff will have the knowledge
and skills to confidently engage and work
with Aboriginal people.
Number of staff trained and supported (internal and key delivery partners)
External stakeholders provided access to cultural awareness training and individual support
Staff knowledge of local history, social and cultural protocols, legal obligations and cultural heritage protection
External recognition of NRM South’s commitment and achievements.
Number of events promoted
2.2 NRM South will reward and celebrate
practices and behaviours of staff that
demonstrate support for Aboriginal
participation in NRM.
NRM South will acknowledge achievements as
per staff recognition policy.
NRM South will report to staff, board and
key delivery partners on achievements over
time.
NRM South will promote achievements
through Annual Reports and within the
regional NRM Strategy implementation
reports to the broader community.
2.3 NRM South will support and
participate in culturally important events
if possible and/or appropriate and plan
key events with consideration to cultural
or spiritual requirements or celebrations
or events.
NRM South will provide a list of cultural/
spiritual celebrations/events across the
organisation for staff and key delivery partners.
2. D
evel
op
a s
tro
ng
cult
ure
an
d e
thic
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Aboriginal Engagement Strategy - NRM South, July 2016 10
Goals Implementation Strategy Aspirational Targets Measures of Success
3.1 NRM South will ensure meaningful
consultation, including prior informed
consent for projects and activities.
NRM South will provide training and support
staff to ensure appropriate consultation
practices are adopted.
NRM South will incorporate positive
consultation and participation practices into
our work and project planning.
NRM South will support others to adopt
positive consultation and participation
practices.
Number of initiatives and projects
that are initiated/supported to
engage the Aboriginal people.
Number of external grants/funding
secured to support action and
participation by the Aboriginal
people.
Number of non-Aboriginal
agencies/organisations/community
that have been supported to
engage with the Aboriginal people.
Number of Aboriginal people who
have received NRM training
3.2 NRM South will support action and
participation through provision of
technical information (including NRM
plans and relevant training), resources
and investment.1
NRM South will work broadly with the
Tasmanian Aboriginal people and consult on
appropriate delivery/support mechanisms to
enable action.
NRM South will deliver opportunities across all
levels of the organisation and in partnership
with our stakeholders that will enable action
and participation.
NRM South will actively seek and promote
relevant resource/investment opportunities,
such as grants, or corporate sponsorship and
or partnership.
Aboriginal people will have access to
necessary skills and resources to actively
participate in NRM activities and programs.
Aboriginal organisations or corporations will
have experience in developing and
delivering a wide range of NRM activities
and initiatives.
3.3 NRM South will support others to
build capacity and improve engagement
and participation with Aboriginal people.1
NRM South will deliver cultural awareness
training to NRM professionals and community.
NRM South will provide technical advice and
support.
The broader NRM community is involved in
engagement and participation with
Aboriginal people in NRM.
3.4 NRM South’s policy and planning
processes increase opportunities for
Aboriginal participation in NRM program/
project design and delivery in southern
Tasmania.1
NRM South will consider and research
opportunities in our planning processes.
NRM South will align our work with the
priorities of the NRM Strategy where relevant.
The regional NRM Strategy is implemented
in relation to regional targets that involve
Aboriginal people and their culture.2
3.5 NRM South will seek employment/
business opportunities and partnerships
in land and coastal management with
Aboriginal people.
NRM South will work with Aboriginal people to
identify resource gaps in NRM activities, and
actively seek opportunities/support.
Aboriginal businesses and organisations will
be well resourced and grow their
involvement in NRM in the region.
3.
Sup
po
rtin
g A
bo
rigi
nal
en
gage
men
t an
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arti
cip
atio
n in
NR
M
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Aboriginal Engagement Strategy - NRM South, July 2016 11
Goals Implementation Strategy Aspirational Targets Measures of Success
4.1 NRM South will formally evaluate
progress and achievements against the
Framework at agreed milestones to
inform our planning and policies, and
improve practices into the future.
NRM South will integrate and adopt evaluation
processes to monitor our progress and
achievements.
NRM South will review our methods, policies
and strategies.
NRM South will review the Framework every
2-3 years.
NRM South will review and update
supporting resources/tools to reflect
changes to the Framework.
Aboriginal organisation and contact
list developed and updated
Number of stakeholders/contacts
recorded
Number of evaluations conducted
Framework kept current and
operational procedures and
practices improved. 4.
Trac
kin
g p
rogr
ess
REVIEW AND EVALUATION
This Framework will be reviewed every 2-3 years (in alignment with Australian Government regional delivery and program changes
Evaluation will be conducted annually aligning to NRM South internal evaluation processes and Australian Government reporting requirements.
The Measures of Success will be used as both reporting and evaluation tools.
Key evaluation questions for the implementation of the framework that will guide ongoing monitoring and evaluation include:
Impact: Are the relationships broadening and progressing in Aboriginal engagement and participation in NRM across the region?
Effectiveness: Are we effectively working with the Aboriginal people, organisations and groups and meeting their needs, given the diversity of communities in Southern Tasmania?
Efficiency: Are we implementing the strategies within this Framework within the timeframe expected and against the intended goals?
Appropriateness: Is the process of delivery of the Aboriginal Engagement Framework appropriate to regional delivery? If not what review/improvements could be made to the framework and its strategies ensure it reflects the needs of the diversity and complex nature of working with Aboriginal people?
1 This goal also supports regional NRM Strategy implementation actions. See attachment 1
2 See p.89 regional NRM Strategy
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Aboriginal Engagement Strategy - NRM South, July 2016 12
Targets that identify Aboriginal people, organisations or assets in natural resource management priorities.
Land Asset Management Targets: Land Asset Priority Actions
Management Target:
LMT3 Recognition, conservation and protection of key areas of geo-conservation
significance and cultural heritage are further considered in land management and
planning activities and take account of projected climate change impacts.
Contributing to Resource Condition Target:
LCT3 No net loss to the condition of the region’s listed geo-conservation sites and
values.
LPA11 Further incorporate Aboriginal
cultural heritage and knowledge into the
management of land assets.
Water Asset Management Targets Water Asset Priority Actions
Management Target:
WMT4 Appropriate management regimes and conservation activities are
developed to optimise water ecosystem health with an emphasis on rivers, water
bodies, sites with rich Aboriginal heritage values and priority freshwater
conservation areas such as freshwater Ramsar-listed sites.
Contributing to Resource Condition Targets:
WCT7 Overall stream condition within the region is maintained and improved
where feasible, as measured at key AUSRIVAS sites (or subsequently used
Tasmanian River Condition Index sites).
WCT8 The areal extent and condition of individual, regionally significant wetlands
identified in the Directory of Important Wetlands, and those identified as priority
wetlands/water bodies in the Atlas of Tasmanian Wetlands, are maintained or
improved above the 2006 baseline levels.
WCT9 The ecological condition of Ramsar wetlands are maintained or improved
above baselines established in ecological character descriptions.
WCT10 Aboriginal cultural heritage sites, where identified, are maintained and
their protection improved.
WPA10 Develop, review and
implement management plans for
freshwater Ramsar sites and priority
freshwater conservation areas including
on-ground works and research activities
WPA11 Incorporate Aboriginal
cultural heritage and knowledge into
management of water assets
WPA12 Support and undertake
activity to improve ecosystem health for
rivers, water bodies and freshwater,
including surface and groundwater,
dependent ecosystems.
Coast and Marine Asset Management Targets Coast and Marine Asset Priority Actions
Management Target:
CMMT2 Capacity will be developed and coordinated action undertaken to
improve management and mitigation of specific threats, including exposure of acid
sulphate soil, marine debris and pollution, disturbance or damage to Aboriginal
cultural heritage sites, coastal erosion, coastal inundation, and facilitation of retreat
pathways.
Contributing to Resource Condition Targets:
CMCT3 The condition of marine and estuarine habitats in the region is
maintained and improved.
CMCT4 The condition of coastal and estuarine terrestrial habitats in the
region is maintained and improved, as measured at representative sites.
CMCT5 Retreat pathways for key coastal ecosystems, where identified, are
maintained and improved.
CMCT6 Aboriginal cultural heritage sites, where identified, are maintained and
their protection improved.
CMPA6 Incorporate Aboriginal
cultural heritage and knowledge into
management of coastal and marine assets.
Attachment 1- Natural Resource Management Strategy priority regional Targets
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Aboriginal Engagement Strategy - NRM South, July 2016 13
Biodiversity Asset Management Targets Biodiversity Asset Priority Actions
Management Target:
BMT1 Biodiversity and ecological function are recognised and
supported in planning processes and implementation, including a
focus on riparian vegetation and establishing appropriate fire
regimes.
Contributing to Resource Condition Targets:
BCT1 Appropriate fire regimes are established, where possible
utilising Aboriginal ecological and cultural knowledge, in
representative sites for fire-evolved vegetation communities.
BCT2 A net increase in the extent and condition of riparian native
vegetation across the region.
BPA3 Work with and support land managers on priority
works to:
increase the extent of and restore existing riparian
vegetation;
establish appropriate fire regimes; and
address the loss of biodiversity habitat caused by tree
decline and the interactions between these.
Management Target:
BMT2 Biodiversity-focussed activity recognises, builds knowledge
of and conserves threatened species and vegetation communities,
including the region’s most-dependent species, those with specific
Aboriginal cultural values, and those that require specialised
habitats and refugia, and is responsive to pressures such as
climate change, land-use change and development.
Contributing to Resource Condition Targets:
BCT3 NRM communities work together to achieve full CAR
representation of vegetation communities managed primarily for
conservation at a bioregional scale.
BCT4 The extent, condition and connectivity of critical habitats
and the status of threatened and vulnerable species and
communities are improved.
BCT5 No new known species or vegetation communities are
listed as threatened as a result of human disturbance of their
habitat within the southern NRM region.
BCT6 Aboriginal cultural heritage sites, where identified, are
maintained and their protection improved.
BPA8 Support ongoing, and establish further, capacity to
monitor species, community distribution and change, with a
focus on building understanding of the impact of climate
change, land-use change and development pressures and
the capacity to undertake effective adaptation activity.
BPA10 Incorporate Aboriginal cultural heritage and
knowledge into management of biodiversity assets.
Community Asset Management Targets Community Asset Priority Actions
CMT3 The engagement and participation of Aboriginal people in
natural resource management activities from planning to
implementation is enhanced across all assets.
CPA9 Support the natural resource management
community in Southern Tasmania in building relationships
and mutual understanding with Aboriginal people, and
utilising and respecting Aboriginal ecological and cultural
knowledge in natural resource management activities.
CPA10 Further incorporate Aboriginal cultural heritage and
knowledge into management and planning of natural
resource assets.
CPA11 Provide planning support and build natural resource
management capacity, funding and resources to deliver on-
ground activities in partnership with Aboriginal people.
CPA12 Incorporate the cultural, environmental and
economic perspectives of Aboriginal people in the
implementation of this Strategy, and in the development of
the next Regional NRM Strategy.